“Companies with too many rules tended to “hit a mark” — i.e. release a product — but it tended to be the wrong thing relative to what everyone wanted. Companies with no real rules tended to basically get nothing done — no outcomes or deliverables. Companies in the middle — 4 or 5 simple rules — tended to achieve the most.”

In other words, “you can’t have too many rules, and you can’t have none. You need a place in the middle. A couple of simple rules, tied to basic goals, with understandable KPIs”.

Conclusion

Why is there value in simplicity?

Beyond personal and organizational effectiveness, the answer is simple –

We have enough complexity in our lives already. No one is looking to increase it.

I want an app that simplifies my life, not complicates it. I want a performance measurement tool that can be understood in a few bullet points, not a 30-page handbook.

If the rules around you don’t work, change them. If you don’t like the rules, change them. And when you’re in a position to make or co-create the rules, keep them simple (from board game to board room!).

By the way, whenever possible, co-create the rules with your collaborators (peers/direct reports). After all, no one can complain about the rules if they took part in their creation.